Do you have an effective "message house" template that works to get internal buy-in and alignment on messaging?

I need to unpack this in therapy but for some not-yet-fully-explored reason, I hate messaging houses and marchitecture like that. Perhaps it feels like it's forcing structure. Perhaps it feels too permanent and untouchable (because it's housed??). Not sure. But I do concede that they can be useful and are helpful for many, many people.

So, for me, if I'm trying to get internal buy-in on messaging, I try to keep it as simple, concise, and as contextual as possible.

• Target audience,

• value prop,

• 3 benefit or RTB pillars,

• and corresponding proof points (like a product or feature).

Then, I take that and set it in context to provide positioning guidance and build a larger, more interesting narrative.

• What's happening out there in the market and why are we talking about this? What's the challenge our audience is facing in this market?

• Then insert our claim we just worked on.

• Include validation (customer quotes, product metrics, analyst reports, etc.).

• And articulate your CTA - inspire your audience and give them a call to arms.

The tried and true umbrella message with 3 pillars and proof points (sometimes 4 but only occasionally!) is what I use to drive buy in with executives. When I do this I also use it to drive messaging hierarchy.

However when I need to work with partner teams to bring this messaging to life I turn this framework into a longer written form messaging doc that uses language that could show up in a blog or press release as the framework often has to be quite pithy. If needed I also will turn the copy into example heroes for a landing page and/or sample ad and email copy. I have personally found the old school PMM does the framework and other teams take this and turn into copy often falls a bit flat and I haven't always had clear feedback loops of final product and messaging resonance so I err on the side of bringing messaging to life in more real world contexts more and more.

Side note - I have often found showing how the messaging is brought to life (and having testing stats and quotes from customers on their reaction to it) can also dispel disagreement among executives on the messaging umbrella framework too.

I have a process rather than a "message house" that my clients use to get key stakeholders in their company telling the same story based on the approved product positioning and messaging.

An inclusive approach to your message creation process is the best way to get buy-in and develop consensus for your positioning and messaging.

It should include informal and formal input and feedback loops with key stakeholders in sales, marketing, analyst relations, public relations, consulting, product management, support and management.

Start by making everyone aware of the process and let it be known that you are seeking input and feedback from start to finish.

Involving sales early and often throughout the process is especially important for several reasons including it’s a step toward solving the alignment problem that plagues most B2B software and technology companies.

Once you have created your initial high-level messaging, share it with key stakeholders and get their feedback and input.

Use what they tell you to make changes and additions and then share the new work with them.

It may take another feedback loop or two to develop buy-in and consensus, and when you do it’s time to get management approval.

By doing so, you will overcome the biggest obstacle to successfully positioning your product – getting management team members to actually use your product positioning and messaging instead of their own special story about the product.

The inclusive nature of your process should break down internal resistance some have to any work other than their own.